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All too often government lacks the skill, the will, and the wallet to meet its missions. Schools fall short of the mark while roads and bridges fall into disrepair. Health care costs too much and delivers too little. Budgets bleed red ink as the cost of services citizens want outstrips the taxes they are willing to pay. Collaborative Governance is the first book to offer solutions by demonstrating how government at every level can engage the private sector to overcome seemingly insurmountable problems and achieve public goals more effectively. John Donahue and Richard Zeckhauser show how the p.

AbstractThe scholarly and popular debate on the delegation to the private sector of governmental tasks rests on an inadequate empirical foundation, as no systematic data are collected on direct versus indirect service delivery. We offer a simple method for approximating levels of service outsourcing, based on relatively straightforward combinations of and adjustments to standard statistical series, primarily the National Income and Product Account and the Government Finances series produced by the Department of Commerce. The method permits us to separately estimate state and local from federal service outsourcing and (within the federal government) to distinguish between defense and non‐defense services. Alternative estimates, both including and excluding Medicare and Medicaid, are included, as are estimates of outsourcing from 1959 through 2000. The method confirms the general view that the privately provided share of public services has increased, particularly in the last two decades of the past century. But this increase has been shallower than many observers suggest, and as of 2000 more than two‐thirds of the government's service budget was still devoted to employee compensation. © 2004 by the Association for Public Policy Analysis and Management.

Considers several broad themes that usually come into play in specific policy discussions, followed by a general outline of the historical cycles of centralization & decentralization in the US & EU. Next, comments are offered for each polity on the stage of this cycle at the beginning of the twenty-first century. The topics of particular focus are geography-based diversity, the benefits & drawbacks that accompany government scale, the function of autonomous governments as testing-grounds for innovation, & the entwining of choice & consequence to reduce the effects of external policy factors. 2 Tables, 4 Figures. K. Coddon

In Ports in a Storm a team of Harvard Kennedy School scholars focus diverse conceptual lenses on a single high-stakes management task-enhancing port security across the United States. Their aims are two: to understand how a public manager might confront that complex undertaking, and to explore the similarities, differences, and complementarities of their alternative approaches to public management.The book takes as its pivot point the singular case of U.S. Coast Guard CaptainSuzanne Englebert and her leadership of efforts to secure America's ports after theSeptember 11 attack

The stakes have seldom been higher for public service. Security concerns are surging to the foreground. New or neglected economic and social problems demand fresh thinking and deft action. Technology-driven improvements in the business sector raise citizens' expectations for performance. Government's capacity to deliver, meanwhile, too often falls short. The perception of government as bureaucratic and inflexible—and the blunt reality of uncompetitive salaries—can make talented people hesitate to take on public jobs. Many civic-minded young Americans opt reluctantly for business careers or turn to the nonprofit sector as a more appealing setting for doing good. Yet as John Adams advised his son, "public business must be done by someone." In our day, as Adams's, the urgency and complexity of much public business call for the talents of the very best. In this wide-ranging book, scholars from the Visions of Governance in the Twenty-First Century program at Harvard University examine what is broken in public service and how it can be fixed. Three interrelated long-term trends are changing the context of government in this century: "marketization," globalization, and the information revolution. These forces are acting to diffuse a degree of power, responsibility, and even legitimacy away from central governments. Public service in the era of distributed governance depends less on traditional aptitudes for direct administration and more on a subtler, sophisticated set of analytical and managerial skills. Those who labor for the people still need to discern public value through policy analysis and work the organizational machinery of government. But they must also be able to orchestrate the operations of far-flung networks involving a range of actors in different sectors. The authors argue that we are witnessing not the end of public service, but its

Far from being another short-lived buzzword, "globalization" refers to real changes. These changes have profound impacts on culture, economics, security, the environment -- and hence on the fundamental challenges of governance. This book asks three fundamental questions: How are patterns of globalization currently evolving? How do these patterns affect governance? And how might globalism itself be governed? The first section maps the trajectory of globalization in several dimensions -- economic, cultural, environmental, and political. For example, Graham Allison speculates about the impact on national and international security, and William C. Clark develops and evaluates the concepts of "environmental globalization." The second section examines the impact of globalization on governance within individual nations (including China, struggling countries in the developing world, and the industrialized democracies) and includes Elaine Kamarck's assessment of global trends in public-sector reform. The third section discusses efforts to improvise new approaches to governance, including the role of non-governmental institutions, the global dimensions of information policy, and Dani Rodrik's speculation on global economic governance

The governments of China and the United States - despite profound differences in history, culture, economic structure, and political ideology - both engage the private sector in the pursuit of public value. This book employs the term collaborative governance to describe relationships where neither the public nor private party is fully in control, arguing that such shared discretion is needed to deliver value to citizens. This concept is exemplified across a wide range of policy arenas, such as constructing high speed rail, hosting the Olympics, building human capital, and managing the healthcare system. This book will help decision-makers apply the principles of collaborative governance to effectively serve the public, and will enable China and the United States to learn from each other's experiences. It will empower public decision-makers to more wisely engage the private sector. The book's overarching conclusion is that transparency is the key to the legitimate growth of collaborative governance.

"China and the United States appear destined to lead the world over the next several decades. Only as history plays itself out will their respective roles and the precise blend of warmth and antagonism, interdependence and rivalry in their bilateral relationship be revealed. This book explores an important, and perhaps surprising, shared feature of their efforts to forge successful futures for their citizens: public-private collaboration to accomplish some of each society's most vital collective purposes. Our goals are twofold: first, to offer definitions, principles, and prescriptions that can help decision-makers understand, and wisely use, this special model for getting things done for the public; and second, to examine the evolution of public-private collaboration in the United States and China across five policy domains offering a rich spectrum of options and choices for publicprivate interaction."

The governments of China and the United States - despite profound differences in history, culture, economic structure, and political ideology - both engage the private sector in the pursuit of public value. This book employs the term collaborative governance to describe relationships where neither the public nor private party is fully in control, arguing that such shared discretion is needed to deliver value to citizens. This concept is exemplified across a wide range of policy arenas, such as constructing high speed rail, hosting the Olympics, building human capital, and managing the healthcare system. This book will help decision-makers apply the principles of collaborative governance to effectively serve the public, and will enable China and the United States to learn from each other's experiences. It will empower public decision-makers to more wisely engage the private sector. The book's overarching conclusion is that transparency is the key to the legitimate growth of collaborative governance.